Thread by @patelsatya2020

Trying to retain your hospitalist???

Many #Hospitals and health systems struggling to retain hospitalists, why new thinking is needed?

I have made it easy for you.

@ACHEConnect @PhysiciansLead @BeckersHR @TodaysHospital

Why retain a #hospitalist?
- cost 50 to 100 k in lost productivity, recruitment of new hire
- extra cost of having #Locums and #PRNs
- Quality of care may be affected
- LOS increases by .5 days or more as per data
-takes from 6 to 12 months to get the replacement
- unstable team

What to do: I believe follows a simple process.

1. Listening/Feedback Session:
Listen to individual hospitalists:
- #surveymonkey is not okay here
- Set up a 1:1 #listening session and act on the feedback
-feel to be heard and problems acted upon

2. Monthly or Quarterly meeting with CMO and CEO
- needs to have free two-way communication between CMO, CEO, and hospitalist group
- Better to hear feedback and fixes issues ongoing basis

3. #burnout issue:
- this is a real issue and needs to be addressed head-on
-Make the program - flexible, supportive culture, and better compensation

4. Flexibility:
- In the busy life of the 21st century, the doc needs to manage life, family, wellness, kids and many things in between
- Flexible hours and shifts must be for long term success for hospitalists and team
- Big NO-NO: some program forces team to stay till 7 PM

5. Hospitalist Retention Program:
- Have a formal #retention program
- Some ideas:
-Retention bonuses after 3, 5, or 10 years
-Differential pay structure for experienced hospitalists - 5 + years

---continued...

5. Hospitalist Retention Program:
-Paid Professional development opportunities:
- CDI advisor
-Patient Experience
-Physician Advisor and other impactful roles can be created.

- It's a win-win for hospital and docs: Retention, better #reimbursement for hospital

6. Meaningful Metrics:

Decide based on patient care and the hospitalist's workflow.

-Good ones : Sepsis oderset %, Pneumonia Pathway %, CHF readmission rate, LOS

- Not good ones: Discharge before 9 AM

Before you implement new metrics, get feedback from the team.

7. Admin round:

- #CMO, CEO, and other admin teams - monthly/quarterly rounds on the hospital floor or with the hospitalist to get...

- Discuss issues firsthand
- Better understanding of the issues
- You gain the team's respect as you understand problems better

8. Compensation based on location & Work Load
- Reviewing national data is okay
- But, New York, Decatur, IL, Columbus, OH or Reno, NV are not the same
- Work and hospital structure - different

- Compensation should be adjusted in a proactive manner based on work and location

8. Compensation and Hospital/Medical Staff structure
- If night needs to be covered
- No/minimal consultants support - manage everything by hospitalists
- Open ICU or no Intensivist
- and many other factors need to be considered for compensation

I want to share two articles with you.

1. merritthawkins.com/news-and-insig…

2. johnshopkinssolutions.com/morale-not-sat…

My goal here is to raise awareness of the #burnout issue among hospitalists and how admin and hospitalists work together to provide better patient care in a thriving hospital culture. Win-win for everyone.

Let's connect for more ideas and thoughts.